Belbin team type questionnaire

Background

The Belbin questionnaire seeks to identify your preferred role in a team. It is based
on the work of Dr Meredith Belbin, whose research into team performance concluded
that the most effective teams have a good mix of different personality types.

How to complete the questionnaire

On the following pages are a series of statements divided into seven sections.

For each section, distribute a total of ten points among the statements which you
think best describe your own behaviour. Try to distribute the scores between three
or four sections at most – also, make sure you read the context of the questions.
(please see example below)

When involved in a project with other people:

A I have an aptitude for influencing people without

pressurising them
B I am generally effective in preventing careless mistakes and
omissions from spoiling the success of an operation
C I like to press for action to make sure that the meeting does
not waste time or lose sight of the main objective
D I can be counted on to contribute something original
E I try to maintain my sense of professionalism

F I am quick to see possibilities in new ideas and

developments
G I believe my capacity for judgement can help to bring about
the right decisions
H I can be relied upon to bring an organised approach to the
demands of the job
I I am always ready to back a good suggestion in the
common interest

Your points may be distributed among several sentences as in the example above.
At the end, there are further instructions on how to tally your score.
Section 1

What I believe I can contribute to a team

I think I can quickly see and take advantage of new

A
opportunities

B I can work well with a very wide range of people

My specialist knowledge and experience is usually my

C
major asset
My ability rests on being able to draw people out
D whenever I detect they have something of value to
contribute to group objectives
E I can be relied upon to finish any task I undertake

I am prepared to be blunt and outspoken in the cause

F
of making things happen
I can usually tell whether a plan or idea will fit a
G
particular situation
I can offer a reasoned and unbiased case for
H
alternative sources of action

I Producing ideas is one of my natural assets

Section 2

If I have a possible shortcoming in teamwork, it could be that:

I am not at ease unless meetings are well structured

A
and controlled and generally well conducted
I am inclined to be too generous towards others who
B have a valid viewpoint that has not been given a
proper airing
I have a tendency to talk a lot once the group gets on
C
to a new topic
My objective outlook makes it difficult for me to join in
D
readily and enthusiastically with colleagues
I am sometimes seen as forceful and authoritarian
E
when dealing with important issues
I find it difficult to lead from the front, perhaps because
F
I am over-responsive to group atmosphere
I am apt to get caught up in ideas that occur to me and
G
so lose track of what is happening
I am reluctant to contribute unless that subject deals
H
with an area I know well
I am reluctant to express my opinions or proposal or
I
plans that are incomplete or are insufficiently detailed
Section 3
When involved in a project with other people:

A I have an aptitude for influencing people without

pressurising them
B I am generally effective in preventing careless
mistakes and omissions from spoiling the success of
an operation
C I like to press for action to make sure that the meeting
does not waste time or lose sight of the main objective
D I can be counted on to contribute something original

E I try to maintain my sense of professionalism

F I am quick to see possibilities in new ideas and

developments
G I believe my capacity for judgement can help to bring
about the right decisions
H I can be relied upon to bring an organised approach to
the demands of the job
I I am always ready to back a good suggestion in the
common interest

Section 4

My characteristic approach to the group is that:

A I contribute when I know what I’m talking about

I am not reluctant to challenge the view of others or

B
hold a minority view myself
I can usually find a line of argument to refute unsound
C
propositions
I think I have a talent for making things work once a
D
plan has to be put into operation
I prefer to avoid the obvious and to open up lines that
E
have not been explored

F I bring a touch of perfectionism to any job I undertake

I am likely to be the one to make contacts outside the

G
group or the firm
While I am interested in all views I have no hesitation
H
in making up my mind once a decision has to be made
I maintain a quiet interest in getting to know colleagues
I
better

Section 5
I gain satisfaction in a job because:

I enjoy analysing situations and weighing up all the

A
possible choices
I feel that I am using my special qualifications and
B
training to advantage

C I like to feel I am fostering good working relationships

D I can have a strong influence on decisions

I have a chance of meeting new people with different

E
ideas

F I can get people to agree on priorities and objectives

I feel in my element where I give a task my full

G
attention

H I can find an opportunity to stretch my imagination

I am interested in finding practical solutions to

I
problems

Section 6

If I am suddenly given a difficult task with limited time and unfamiliar people:

A I would feel like devising a solution of my own and then

trying to sell it to the group
B I would be ready to work with the person who showed
the most positive approach
C I would find some way of reducing the size of the task
by establishing what different individuals might best
contribute
D My natural sense of urgency would help to ensure that
we did not fall behind schedule
E I like to read up as much as I conveniently can on the
subject
F In spite of conflicting pressure I would press ahead
with whatever needed to be done
G I would take the lead if I felt the group was making no
progress
H I would open up discussions with a view to stimulating
new thoughts and getting something moving
I I believe I would keep cool and maintain my capacity
to think straight

Section 7

With reference to the problems to which I am subject to in working in groups:

A I am apt to show my impatience with those who are
obstructing progress
B Some people criticise me for being too analytical

C My desire to check that we get the important details

right are not always welcome
D I am inclined to feel I am wasting my time and would
do better on my own
E I find it difficult to get started unless the goals are clear

F I am sometimes poor at putting across complex points

that occur to me
G I am conscious of demanding from others the things I
cannot do myself
H I hesitate to express my personal views in front of
difficult or powerful people
I I tend to show boredom unless I am actively engaged
with stimulating people

Now read on, for details of how to tally your score.

 Scoring
The table below is used to compile your Belbin scores.

Transfer your scores from each section to the appropriate boxes below.

Then add up your totals for each team role.

 You highest scores will identify your preferred team roles.

Section Section Section Section Section Section Section Totals

Roles 1 2 3 4 5 6 7

Completer E I B F G D C
Finisher

Implemente G A H D I F E
r

Monitor H D G C A I B
Evaluator

Specialist C H E A B E D

Co- D B A H F C G
ordinator

Team B F I I C B H
worker

Resource A C F G E H I
Investigator

Shaper F E C B D G A

Plant I G D E H A F
Belbin team types

Resource Investigators

Resource Investigators are often enthusiastic, quick off the mark extroverts.
They are good at communicating with people both inside and outside the
organisation. They are natural negotiators and are adept at exploring new
opportunities and developing contacts. Although not a great source of original
ideas, the RI is effective when it comes to picking up other people’s ideas and
developing them. As the name suggests, they are skilled at finding out what
is available and what can be done. They usually receive a warm reception
from others because of their own outgoing nature.

RIs have relaxed personalities with a strong inquisitive sense and a readiness
to see possibilities in anything new. However, unless they remain stimulated
by others, their enthusiasm fades.

FUNCTION: RIs are good at exploring and reporting back on ideas,

developments or resources outside the group.

They are the best people to set up external contacts and to carry out any
subsequent negotiations.

They have an ability to think on their feet and to probe others for information.

Monitor Evaluators

Monitor Evaluators are serious-minded, prudent individuals with a built in

immunity to over-enthusiasm. They are slow in making decisions, preferring
to think things through. Usually, they have a high critical thinking ability. They
have a capacity for shrewd judgements that take all factors into account. A
good ME is seldom wrong.

FUNCTION: MEs are best suited to analysing problems and evaluating ideas
and suggestions. They are very good at weighing up the pros and cons of
options. To many outsiders the ME may appear dry, boring or even overly
critical. Some people are surprised that they have become managers.
Nevertheless, many MEs occupy strategic posts and thrive in high-level
appointments. In some jobs success or failure hinges on a relatively small
number of crunch decisions. This is ideal territory for an ME.
Co-ordinators

The distinguishing feature of the co-ordinator is their ability to cause others to

work towards shared goals. Mature, trusting and confident, they delegate
readily. In interpersonal relationships they are quick to spot an individual’s
talents and use them in the pursuit of group objectives. While COs are not
necessarily the cleverest members of a team, they have a broad and worldly
outlook and generally command respect.

FUNCTION: COs are well placed when put in charge of a team of people with
diverse skills and personal characteristics. They perform better in dealing
with colleagues of near or equal rank than in directing junior subordinates.
Their motto might be “consultation with control” and they usually believe in
tackling problems calmly. In some firms COs are inclined to clash with
Shapers due to contrasting management styles.

Shapers

Shapers are highly motivated people with a lot of nervous energy and a great
need for achievement. Usually they are aggressive extroverts and possess
strong drive. SHs like to challenge others and their concern is to win. They
like to lead and to push others into action. If obstacles arise, they will find a
way round. Headstrong and assertive, they tend to show strong emotional
response to any form of disappointment or frustration.

SHs are single-minded and argumentative and may lack interpersonal

understanding. Theirs is the most competitive team role.

FUNCTION: SHs generally make good managers because they generate

action and thrive under pressure. They are excellent at sparking life into a
team and are very useful in groups were political complications are apt to slow
things down: SHs are inclined to rise above problems of this kind and forge
ahead regardless. They are well suited to making necessary changes and do
not mind making unpopular decisions. As the name implies, they try to
impose some shape or pattern on group discussion or activities. They are
probably the most effective members of a team in guaranteeing positive
action.
Implementers

Implementers have practical common sense and a good deal of self-control

and discipline. They favour hard work and tackle problems in a systematic
way. On a wider front the IMP is typically a person whose loyalty and interest
lie with the organisation and who is less concerned with the pursuit of self-
interest. However IMPs may lack spontaneity and show signs of rigidity.

FUNCTION: IMPs are useful to an organisation because of their reliability

and capacity for application. They succeed because they are efficient and
because they have a sense of what is feasible and relevant. It is said that
many executives only do the jobs they wish to do and neglect those tasks,
which they find distasteful. By contrast, an IMP will do what needs to be
done. Good IMPs often progress to high management positions by virtue of
good organisational skills and competency in tackling necessary tasks.

Team Workers

Team Workers are the most supportive members of a team. They are mild,
sociable and concerned about others. They have a great capacity for
flexibility and adapting to different situations and people. TWs are perceptive
and diplomatic. They are good listeners and are generally popular members
of a group. They operate with sensitivity at work, but they may be indecisive
in crunch situations.

FUNCTION: The role of the TW is to prevent interpersonal problems arising

within a team, and thus allow all team embers to contribute effectively. Not
liking friction, they will go to great lengths to avoid it. It is not uncommon for
TWs to become senior managers especially if line managers are
predominantly by Shapers. This creates a climate in which the diplomatic and
perceptive skills of a TW become real assets, especially under a managerial
regime where conflicts are liable to arise or to be artificially suppressed. TW
managers are seen as a threat to no one and therefore the most accepted
and favoured people to serve under. Team Workers have a lubricating effect
on teams. Morale is better and people seem to co-operate when they are
around.
Completer- Finisher

CFs have a great a capacity for follow-through and attention to detail. They
are unlikely to start anything that they cannot finish. They are motivated by
internal anxiety, yet outwardly they may appear unruffled. Typically they are
introverted and require little in the way of external stimulus or incentive. They
are not often keen on delegating; preferring to tackle all tasks themselves.

FUNCTION: CFs are invaluable where tasks demand close concentration

and a high degree of accuracy. They foster a sense of urgency within a team
and are good at meeting schedules. In management they excel by the high
standards to which they aspire, and by their concern for precision, attention to
details and follow-through.

Specialists

Specialists are dedicated individuals who pride themselves on acquiring

technical skills and specialised knowledge. Their priorities centre on
maintaining professional standards and on furthering and defending their own
field. While they show great pride in their own subject, they usually lack
interest in other people’s. Eventually, the SP becomes the expert by sheer
commitment along a narrow front. There are few people who have either the
single-mindedness or the aptitude to become a first-class SP

FUNCTION: SPs have an indispensable part to play in some teams, for they
provide the rare skill upon which the organisation’s service or product is
based. As managers, they command support because they know more about
the subject than anyone else and can usually be called upon to make
decisions based on in-depth experience.

Plant

The plant is a sower of seeds and the solver of problems. Plants are
independent and clever as well as original. They may come up with creative
solutions to complicated problems and are often the source of new ideas and
projects. Plants often like to operate a little apart from the team and try out
new methods of working.

FUNCTION: Their main function in the team is to come up with new ideas
and to solve complicated problems. They may be a little weak in
communicating with others because of a tendency towards operating alone.
And if there are too many of them in a team, they tend to fight!